Trait conscientiousness, leader-member exchange, job satisfaction and organizational citizenship behaviour: A test of an integrative model

Authors

  • Laurent M. Lapierre,

    Corresponding author
    1. University of Ottawa, Canada
      Correspondence should be addressed to Laurent M. Lapierre, University of Ottawa, Telfer School of Management, 136 Jean-Jacques Lussier Street, Ottawa, Ontario K1N 6N5, Canada (e-mail: laurent.lapierre@uottawa.ca).
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  • Rick D. Hackett

    1. McMaster University, Canada
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Correspondence should be addressed to Laurent M. Lapierre, University of Ottawa, Telfer School of Management, 136 Jean-Jacques Lussier Street, Ottawa, Ontario K1N 6N5, Canada (e-mail: laurent.lapierre@uottawa.ca).

Abstract

Competing theoretical models were tested, linking organizational citizenship behaviour (OCB) to trait conscientiousness, job satisfaction and leader-member-exchange (LMX) quality. Meta-analytic structural equation modelling results provide strongest support for a model wherein more conscientious employees display more OCB, which enhances LMX quality, leading to greater job satisfaction. In-turn, employees reciprocate their higher job satisfaction by demonstrating more OCB. Beyond supporting the view that OCB represents employee reciprocation for the satisfying job experiences typically stemming from higher-quality LMX, our findings help to legitimize the notion that OCB may be used, particularly by more conscientious employees, as a means of nurturing higher-quality LMX and to gain access to more satisfying job experiences.

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